L J O'Toole
Datos Biográficos
| ID | 4555420 |
|---|---|
| NOMBRE | L J O'Toole |
| NOMBRES | L J |
| APELLIDO | O'Toole |
| FIRMA | TOOLE L J O |
| VERIFICADO | No |
| TOTAL DE OBRAS | 11 |
| TOTAL DE CITAS | 943 |
| TOTAL COMO AUTOR | 11 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1996 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2015 |
| ÍNDICE H | 10 |
Public Management, Context, and Performance
Recent years have seen a substantial growth in the large-N quantitative study of public management and performance. Much of the progress can be attributed to a small number of data sets on local governments in a few countries. The range of data sets suggests the validity of the overall hypothesis of management affecting performance, but the precise findings also vary across these and other contexts. These various and sometimes conflicting finding…
Subjective Organizational Performance and Measurement Error
In any design science such as public management, the importance of measurement is central to both scholarship and practice. Research built on measures that are not valid or reliable can generate misleading results and produces little value in the world of practice. This article applies measurement theory to administrators’ self-perceptions of organizational performance, measures commonly used in the literature. Such measures can be prone to commo…
Comparing Public and Private Management
Serpents in the Sand
Scholars of public management have consistently found that management matters, but little research has considered how much management matters or whether the link between management and performance may be contingent on various factors. This article further investigates the link between management and performance by examining the functional form of the relationship. Analyses using data from 1000+ public organizations point to some diminishing retur…
Strategic Management and the Performance of Public Organizations
Miles and Snow, among others, argue that strategy content is an important influence on organizational performance. Their typology, applied recently to public organizations in the United Kingdom, divides strategic actors into four general types: prospectors, defenders, analyzers, and reactors. This article begins by integrating work on strategy content or strategic management into the O'Toole-Meier formal theory of public management. This study sh…
Public Management in Intergovernmental Networks
While there is considerable consensus on the importance of intergovernmental management for the performance of many public programs, theoretical work has been slow to develop, and systematic empirical research on the topic has been rare. This article explores intergovernmental management in the field of public education by testing parts of a model developed in earlier work. In an examination of many school districts over a multiyear period, the s…
Plus ca Change
Ideas swing wildly in and out of fashion-take, for instance, the notion of stability in administration. For decades conventional wisdom simply assumed that stability contributes to public administrative performance. Such core bureaucratic features as standard operating procedures, regular structure, incremental decision making, and fixed rules are emblematic of the persisting features of such organizations. At least since the early years of the l…
Modeling the Impact of Public Management
Management theory suggests that management matters in public organizations—its impact is conditional on structure and often nonlinear in form. This article distills much of the theoretical work on management in public organizations into a formal, testable model. Management is presented as more crucial in networks than in more structured hierarchies. Management influences organization performance by 1) creating structure for the organization and t…
Implementing Information Technology in Government
As managers have turned to advanced technologies to promote service delivery, partnership arrangements have attracted great attention. Given the struggle between limited fiscal capacities and rising public expectations, the use of partnerships has emerged as a strategy of government leaders who wish to benefit from advanced technologies. Despite the importance and use of these arrangements, little empirical research has appeared on the characteri…
The Implications for Democracy in a Networked Bureaucratic World
Dwight Waldo wrote nearly fifty years ago that democracy is very much more than the political context in which public administration is carried out. Public administration is now less hierarchical and insular and is increasingly networked. This has important implications for democracy, including changing responsibilities for the public administration is carried out. interest, for meeting public preferences, and for the enhancement of political del…
Hollowing the Infrastructure
Trends toward more complex intergovernmental programs and greater use of public-private arrangements carry implications for public management, since these developments signify challenges for administrators called upon to manage within hollowed institutional settings: interorganizational networks for effectuating policy. The implications of such shifts are explored by examining one important program change of the last decade: the move away from fe…
Modeling the Impact of Public Management
Management theory suggests that management matters in public organizations—its impact is conditional on structure and often nonlinear in form. This article distills much of the theoretical work on management in public organizations into a formal, testable model. Management is presented as more crucial in networks than in more structured hierarchies. Management influences organization performance by 1) creating structure for the organization and t…
Subjective Organizational Performance and Measurement Error
In any design science such as public management, the importance of measurement is central to both scholarship and practice. Research built on measures that are not valid or reliable can generate misleading results and produces little value in the world of practice. This article applies measurement theory to administrators’ self-perceptions of organizational performance, measures commonly used in the literature. Such measures can be prone to commo…
Public Management, Context, and Performance
Recent years have seen a substantial growth in the large-N quantitative study of public management and performance. Much of the progress can be attributed to a small number of data sets on local governments in a few countries. The range of data sets suggests the validity of the overall hypothesis of management affecting performance, but the precise findings also vary across these and other contexts. These various and sometimes conflicting finding…
Public Management in Intergovernmental Networks
While there is considerable consensus on the importance of intergovernmental management for the performance of many public programs, theoretical work has been slow to develop, and systematic empirical research on the topic has been rare. This article explores intergovernmental management in the field of public education by testing parts of a model developed in earlier work. In an examination of many school districts over a multiyear period, the s…
Strategic Management and the Performance of Public Organizations
Miles and Snow, among others, argue that strategy content is an important influence on organizational performance. Their typology, applied recently to public organizations in the United Kingdom, divides strategic actors into four general types: prospectors, defenders, analyzers, and reactors. This article begins by integrating work on strategy content or strategic management into the O'Toole-Meier formal theory of public management. This study sh…
Comparing Public and Private Management
The Implications for Democracy in a Networked Bureaucratic World
Dwight Waldo wrote nearly fifty years ago that democracy is very much more than the political context in which public administration is carried out. Public administration is now less hierarchical and insular and is increasingly networked. This has important implications for democracy, including changing responsibilities for the public administration is carried out. interest, for meeting public preferences, and for the enhancement of political del…
Serpents in the Sand
Scholars of public management have consistently found that management matters, but little research has considered how much management matters or whether the link between management and performance may be contingent on various factors. This article further investigates the link between management and performance by examining the functional form of the relationship. Analyses using data from 1000+ public organizations point to some diminishing retur…
Hollowing the Infrastructure
Trends toward more complex intergovernmental programs and greater use of public-private arrangements carry implications for public management, since these developments signify challenges for administrators called upon to manage within hollowed institutional settings: interorganizational networks for effectuating policy. The implications of such shifts are explored by examining one important program change of the last decade: the move away from fe…
Implementing Information Technology in Government
As managers have turned to advanced technologies to promote service delivery, partnership arrangements have attracted great attention. Given the struggle between limited fiscal capacities and rising public expectations, the use of partnerships has emerged as a strategy of government leaders who wish to benefit from advanced technologies. Despite the importance and use of these arrangements, little empirical research has appeared on the characteri…
Hollowing the Infrastructure
Trends toward more complex intergovernmental programs and greater use of public-private arrangements carry implications for public management, since these developments signify challenges for administrators called upon to manage within hollowed institutional settings: interorganizational networks for effectuating policy. The implications of such shifts are explored by examining one important program change of the last decade: the move away from fe…
The Implications for Democracy in a Networked Bureaucratic World
Dwight Waldo wrote nearly fifty years ago that democracy is very much more than the political context in which public administration is carried out. Public administration is now less hierarchical and insular and is increasingly networked. This has important implications for democracy, including changing responsibilities for the public administration is carried out. interest, for meeting public preferences, and for the enhancement of political del…
Implementing Information Technology in Government
As managers have turned to advanced technologies to promote service delivery, partnership arrangements have attracted great attention. Given the struggle between limited fiscal capacities and rising public expectations, the use of partnerships has emerged as a strategy of government leaders who wish to benefit from advanced technologies. Despite the importance and use of these arrangements, little empirical research has appeared on the characteri…
Modeling the Impact of Public Management
Management theory suggests that management matters in public organizations—its impact is conditional on structure and often nonlinear in form. This article distills much of the theoretical work on management in public organizations into a formal, testable model. Management is presented as more crucial in networks than in more structured hierarchies. Management influences organization performance by 1) creating structure for the organization and t…
Plus ca Change
Ideas swing wildly in and out of fashion-take, for instance, the notion of stability in administration. For decades conventional wisdom simply assumed that stability contributes to public administrative performance. Such core bureaucratic features as standard operating procedures, regular structure, incremental decision making, and fixed rules are emblematic of the persisting features of such organizations. At least since the early years of the l…
Public Management in Intergovernmental Networks
While there is considerable consensus on the importance of intergovernmental management for the performance of many public programs, theoretical work has been slow to develop, and systematic empirical research on the topic has been rare. This article explores intergovernmental management in the field of public education by testing parts of a model developed in earlier work. In an examination of many school districts over a multiyear period, the s…
Strategic Management and the Performance of Public Organizations
Miles and Snow, among others, argue that strategy content is an important influence on organizational performance. Their typology, applied recently to public organizations in the United Kingdom, divides strategic actors into four general types: prospectors, defenders, analyzers, and reactors. This article begins by integrating work on strategy content or strategic management into the O'Toole-Meier formal theory of public management. This study sh…
Serpents in the Sand
Scholars of public management have consistently found that management matters, but little research has considered how much management matters or whether the link between management and performance may be contingent on various factors. This article further investigates the link between management and performance by examining the functional form of the relationship. Analyses using data from 1000+ public organizations point to some diminishing retur…
Comparing Public and Private Management
Subjective Organizational Performance and Measurement Error
In any design science such as public management, the importance of measurement is central to both scholarship and practice. Research built on measures that are not valid or reliable can generate misleading results and produces little value in the world of practice. This article applies measurement theory to administrators’ self-perceptions of organizational performance, measures commonly used in the literature. Such measures can be prone to commo…
Public Management, Context, and Performance
Recent years have seen a substantial growth in the large-N quantitative study of public management and performance. Much of the progress can be attributed to a small number of data sets on local governments in a few countries. The range of data sets suggests the validity of the overall hypothesis of management affecting performance, but the precise findings also vary across these and other contexts. These various and sometimes conflicting finding…
Political science (11 obras) · Public Policy and Administration Research (11 obras) · Business (9 obras) · Public relations (7 obras) · Computer Science (6 obras) · Nonprofit Sector and Volunteering (5 obras) · Accounting and Organizational Management (4 obras) · Economics (4 obras) · Public Administration (4 obras) · Context (archaeology (3 obras)